<![CDATA[This study analyzes the acceleration of institutional strengthening at the district level in a fiscally fragile border region. The Arso Kota District, the administrative center of Keerom Regency in Indonesian Papua, is selected as the case study. The study poses three research questions. Firstly, it seeks to understand how structural determinants condition service capacity. Secondly, it explores how relations with customary authority shape spatial governance. Third, it investigates which reform sequence is proportional to these constraints. The study used a qualitative, embedded, single-case design within a constructivist paradigm. The data were collected through a combination of methods, including in-depth interviews with purposively and snowball-selected key informants, non-participant observations of the district office during field visits, and a documentary study of regulations, development plans, audited financial reports, and personnel records. The analysis followed a rigorous process of data reduction, thematic display, and verification through source and method triangulation, as well as member checking. The district exhibits a fictive presence syndrome: of the eighty-five personnel, approximately half reside in Jayapura City, meaning effective service relies on just three officers. Consequently, the absence of these three officers causes service to collapse. The region's fiscal autonomy ratio averages 2 percent of total revenue. In addition, of the district's annual budget of approximately five billion rupiah, only four hundred million remains for programs after deducting salaries and fixed costs. The district lacks operational vehicles and relies on manual processes, which are vulnerable to unstable connectivity. Its remaining functions are limited to issuing business licenses, domicile certificates, and inheritance transfers. The delegation of regent authority is ineffective because no budget, personnel, or equipment has been transferred. The institutional capacity assessment is approximately 2.5 out of 5. Digital services and infrastructure are the weakest area, while customary collaboration and dispute settlement are the strongest. The latter depends on the district head's personal relationship with customary authority, rather than institutionalized mechanisms. The study proposes a hybrid agile district model, operationalized as a four-phase roadmap that integrates capacity-building theory, dynamic governance, agile organization, and the district-building (DMMD) paradigm. The model prioritizes mobile and digital delivery over capital-intensive infrastructure, revitalizing the district's role in the village-fund accountability cycle and establishing a permanent forum for customary and government collaboration. The projected service improvements are qualitative and indicative only; a limited pilot is therefore warranted before full adoption in the Keerom long-term regional development plan for 2025–2045.Keywords: Agile government, Capacity building, District institutional strengthening, Dynamic governance, Fiscal fragility]]>
